Through joint action, teams can address an even more diverse set of conditions than a similar number of specialists.

Specialists can address many more conditions than a single practitioner.

We can take clues for the formation of superdoctor teams from the types of cases that currently require many specialist appointments—teams should be formed that can handle these cases together more effectively than the specialists could working separately. The advantage of the team is not just the ability to do what the individual specialists would do separately; it's the ability to treat a wide range of conditions effectively, to make very subtle distinctions that are important for effective care, to solve the cases that are the most difficult due to the interplay of multiple causes or complications.

The capabilities of superdoctor teams will grow through being challenged, and they will learn from experience. Innovation in their composition and testing their abilities is key. We can only discover their effectiveness through observing how they respond to challenges. Measuring their effectiveness brings us back to Step II.

Superdoctor teams can assume the dynamics we described in Step II: Empower Workgroup Competition, competing against one another and continuously pushing the boundaries to improve care and reduce costs. By measuring their performance, we can learn how to build more and more effective teams, both in terms of choosing types of specialists to be on a team and in their specific interactions.